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HRM Flashcards

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1
Q

What is Human Resource Management (HRM)?

A

HRM is the strategic approach to managing people in an organisation, focusing on recruitment, development, motivation, and retention to achieve organisational goals.

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2
Q

List the core functions of HRM.

A

Recruitment & selection, training & development, performance management, compensation & benefits, employee relations, compliance with labour laws.

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3
Q

How has HRM evolved from ‘personnel management’?

A

Personnel management was administrative and rule-based; HRM is strategic, integrated, and focuses on developing people as assets for competitive advantage.

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4
Q

Why is HRM important in modern organisations?

A

Because competitive advantage often lies in employees’ knowledge, skills, and commitment rather than products or technology.

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5
Q

What are the three components of HR architecture?

A
  1. HR function (competent professionals), 2. HR system (policies & procedures), 3. Employee behaviours (aligned with strategy).
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6
Q

Define ‘intellectual capital’.

A

The ability of employees to apply and transform their knowledge and understanding into something valuable for the organisation.

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7
Q

Which four criteria clarify HRM’s contribution to success?

A

Efficiency, effectiveness, adaptability, and congruence (fit).

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8
Q

Give an example of HRM efficiency measure.

A

Cost of HR input vs. sales revenue generated, or employee productivity ratios.

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9
Q

What is HRM effectiveness?

A

Doing the right things — whether HR systems fulfil their purpose and achieve intended outcomes.

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10
Q

What is HRM adaptability?

A

The ability of HR systems to adjust to external changes (political, economic, social, technological, legal, environmental).

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11
Q

What is HRM congruence?

A

The degree to which HR systems and subsystems fit together and support strategic goals.

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12
Q

List key responsibilities of an HR department.

A

Planning, staffing, diversity management, performance management, training & development, labour relations, compliance.

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13
Q

Name additional HR responsibilities.

A

Employee incentives, dismissal/redundancy, grievance handling, policy development, job analysis, record keeping.

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14
Q

What skills are required of HR professionals?

A

Strategic thinking, policy formulation, job analysis, legal knowledge, performance management, communication, motivation, conflict management, change management.

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15
Q

Why is HRM considered a strategic partner today?

A

Because HR policies and practices are integrated into organisational strategy, driving value for shareholders, employees, and customers.

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16
Q

Which external trends shape HRM strategies?

A

Cross-border employment, workforce diversity, outsourcing, flexible work, career focus, innovative compensation, team-based structures.

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17
Q

Define human capital vs human resources.

A

Human capital = employees’ knowledge, skills, and capabilities. Human resources = organisational asset representing people employed.

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18
Q

What factors contribute to successful people management?

A

Motivation, fairness, communication, leadership, organisational culture, HR policies, compliance with law.

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19
Q

Why do people behave differently in the workplace?

A

Differences in personality, attitudes, values, cognitive abilities, emotions, cultural backgrounds, and external circumstances.

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20
Q

What is behavioural science in HR?

A

Application of psychology, sociology, economics, and related disciplines to understand and manage employee behaviour.

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21
Q

Give an example of behavioural science in HR.

A

Using psychology to design motivation systems, or sociology to understand group dynamics in teams.

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22
Q

Define personality in HR terms.

A

Relatively stable behavioural patterns shaped by biology, environment, and values, influencing work preferences and effectiveness.

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23
Q

How do cognitive abilities affect workplace performance?

A

They influence problem-solving, decision-making, memory, attention, and adaptability in tasks.

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24
Q

Define attitudes in the workplace.

A

Learned predispositions to respond favourably or unfavourably to people, objects, or situations, shaped by values and beliefs.

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25
What are the three components of an attitude?
Affective (feelings), cognitive (beliefs), conative (behavioural tendencies).
26
List Schwartz’s categories of values.
Benevolence, hedonism, stimulation, universalism, power, security, tradition, self-direction, conformity.
27
What are the four aspects of individuals (Mayor, 2012)?
Physical, intellectual, emotional, spiritual.
28
Why should HR practitioners understand all aspects of individuals?
To manage employees holistically, aligning physical, mental, emotional, and spiritual needs with work demands.
29
What is ethics in HRM?
Applying moral standards to HR decisions, ensuring fairness, dignity, equality, and compliance with law.
30
What role does the South African Constitution play in HRM?
It establishes human dignity, equality, and human rights as fundamental values guiding HR practice.
31
What is the SABPP Code of Conduct?
It commits HR professionals to responsibility, integrity, respect, and competence in managing people.
32
Why is an ethical culture important?
It fosters trust, reduces risk, ensures compliance, and supports sustainability.
33
How can HR promote an ethical culture?
Through recruitment, training, performance management, codes of conduct, and leadership modelling.
34
What is the purpose of labour legislation?
To protect employees and employers by balancing power and regulating employment conditions.
35
Name key South African HR-related laws.
Basic Conditions of Employment Act, Employment Equity Act, Labour Relations Act, Compensation for Occupational Injuries and Diseases Act, National Minimum Wage Act, Constitution.
36
What is workforce diversity?
Inclusion of employees with different ages, genders, cultures, backgrounds, and experiences.
37
Why is diversity important for organisations?
It enhances creativity, decision-making, innovation, and competitiveness.
38
What are current HR trends?
Globalisation, workforce diversity, skill changes, downsizing, continuous improvement, re-engineering, contingent workforce, decentralised work, employee involvement.
39
Define recruitment.
The process of attracting a pool of suitable candidates for a job vacancy.
40
What are the steps in the recruitment process?
1. Identify need, 2. Update job description/spec, 3. Check policy, 4. Consider factors, 5. Identify sources, 6. Choose method, 7. Advertise, 8. Collect applications.
41
Define selection in HRM.
The process of choosing the most suitable candidate from applicants, ensuring fairness and compliance.
42
List the steps in the selection process.
1. Shortlist, 2. Contact candidates, 3. Interviews/tests, 4. Background checks, 5. Medical tests if required, 6. Decision, 7. Offer job, 8. Keep records.
43
What is a job description?
Document outlining duties, responsibilities, reporting lines, and conditions of a job.
44
What is a job specification?
Document outlining qualifications, skills, experience, and attributes required for a job.
45
What factors influence recruitment and selection?
Legislation, organisational policy, labour market conditions, cost, fairness, diversity, technology.
46
Why is fairness crucial in selection?
To prevent discrimination, comply with law, and ensure best candidate is chosen objectively.
47
What is performance management?
A continuous process of aligning employees’ performance with organisational goals through planning, monitoring, and feedback.
48
What is performance appraisal?
A formal, periodic evaluation of an employee’s performance relative to job expectations.
49
What are the steps of performance appraisal?
1. Set criteria, 2. Communicate, 3. Measure performance, 4. Compare with standards, 5. Provide feedback.
50
List common performance appraisal methods.
Critical incident, weighted checklist, paired comparison, essay evaluation, BARS, management by objectives, 360-degree feedback.
51
Differentiate performance management vs appraisal.
Management = ongoing system aligning performance to strategy. Appraisal = periodic evaluation event.
52
What is motivation?
The internal drive that stimulates individuals to act towards achieving goals.
53
Name content theories of motivation.
Maslow’s hierarchy, Alderfer’s ERG, McClelland’s needs, Herzberg’s two-factor theory.
54
Summarise Maslow’s hierarchy of needs.
Levels: physiological, safety, social, esteem, self-actualisation. Lower levels must be satisfied before higher motivation occurs.
55
What is Herzberg’s two-factor theory?
Motivation factors (achievement, recognition, growth) create satisfaction; hygiene factors (pay, conditions, security) prevent dissatisfaction but don’t create motivation.
56
What is McClelland’s theory of needs?
Three motivators: need for achievement, affiliation, and power. Dominant needs influence workplace behaviour.
57
What is Alderfer’s ERG theory?
Condenses Maslow into Existence, Relatedness, Growth needs. Unlike Maslow, needs may operate simultaneously.
58
Name process theories of motivation.
Vroom’s expectancy theory, Adam’s equity theory, Skinner’s reinforcement theory, Locke’s goal-setting theory.
59
Summarise Vroom’s expectancy theory.
Motivation = Expectancy (effort → performance) × Instrumentality (performance → reward) × Valence (value of reward).
60
What is Adam’s equity theory?
Employees compare input-output ratios with others; perceived inequity causes demotivation.
61
What is Skinner’s reinforcement theory?
Behaviour is shaped by positive reinforcement, negative reinforcement, punishment, and extinction.
62
What is Locke’s goal-setting theory?
Specific, challenging, and accepted goals with feedback improve performance.
63
What strategies can managers use to motivate employees?
Reinforcement, fairness, meeting needs, goal setting, job enrichment, recognition, rewards.
64
Define conflict in organisations.
When one party perceives another as negatively affecting something important to them.
65
What are the three perspectives on conflict?
Traditional (bad), Human Relations (natural), Interactionist (can be positive/necessary).
66
What are the types of conflict?
Task conflict, relationship conflict, process conflict.
67
What are the five conflict management styles?
Competing, avoiding, compromising, accommodating, collaborating.
68
What is the best conflict resolution style for long-term solutions?
Collaborating — win-win approach.
69
List mistakes in conflict resolution.
Poor listening, overreacting, debating not negotiating, rejecting alternatives, ignoring team role.
70
What is emotional intelligence (EQ)?
The ability to recognise, understand, and manage your own emotions and the emotions of others.
71
List Goleman’s five domains of EQ.
Self-awareness, self-regulation, motivation, empathy, social skills.
72
Why is EQ important in the workplace?
It improves communication, teamwork, leadership, adaptability, and conflict resolution.
73
Define organisational culture.
Shared values, beliefs, and practices shaping how members behave and interact.
74
What are Sonnenfeld’s four organisational cultures?
Academy (training focus), Club (loyalty), Baseball team (talent/innovation), Fortress (survival/adaptability).
75
List 10 characteristics of organisational culture.
Member identity, group emphasis, people focus, unit integration, control, risk tolerance, reward criteria, conflict tolerance, means-end orientation, open-system focus.
76
Why is culture important in organisations?
It shapes behaviour, influences motivation, determines adaptability, and affects performance.
77
Define reward systems in HR.
Structures that compensate and recognise employees, including pay, benefits, incentives, recognition, and development.
78
What is the purpose of a reward system?
To attract, retain, and motivate employees while reinforcing desirable behaviours.
79
List financial rewards.
Salary, bonuses, profit-sharing, stock options, benefits.
80
List non-financial rewards.
Recognition, career growth, training, autonomy, flexible work, culture of appreciation.
81
Why must reward systems align with strategy?
Because they reinforce behaviours that drive organisational goals and competitiveness.
82
How do reward systems influence organisational culture?
They signal what behaviours and values are recognised, shaping norms and motivation.
83
What is intrinsic vs extrinsic motivation?
Intrinsic = satisfaction from the work itself. Extrinsic = rewards/punishments outside the work.
84
What is the role of HR in conflict management?
Providing systems, policies, and training for constructive resolution, mediation, and negotiation.
85
How can HR use EQ to improve organisations?
Through leadership training, coaching, recruitment assessments, and team-building.
86
Why is organisational culture hard to change?
Because it is deeply rooted in values, beliefs, and behaviours reinforced over time.
87
What is organisational socialisation?
The process by which new employees learn the culture, values, and expected behaviours of the organisation.
88
Name ways HR can reinforce organisational culture.
Onboarding, training, reward systems, leadership modelling, communication, rituals.
89
Summarise why HRM is crucial for strategic advantage.
By managing people effectively, HRM develops human capital that cannot be easily replicated by competitors, driving long-term success.
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